internship report on national bank of pakistan

1. Internship Report on National Bank of Pakistan
Submitted by: Ghazala Khan
Registration:UW-15-MGT-BBA-013
Supervised by: NoshabaZulfiqar
Specialization: Finance
This internship report is submitted in partial fulfillment of the requirements for the
degree of Bachelor of Business Administration awarded by the University of Wah,
WahCantt.
Department of Management Sciences
University of Wah
WahCantt
Session 2015-2019

2. Approval Sheet
Internship report of National Bank of Pakistan
By
Ghazala Khan
UW-15-MGT-BBA-013
__________________________
NoshabaZulfiqar
(Report Supervisor)
__________________________
Dr. Nasir Mehmood
(Head of Department)
Department of Management Sciences
University of Wah
WahCantt
Session 2015-2019

3. i
Student’s Declaration
I declare that this material, which I now submit for assessment, is entirely my own
work and has not been taken from the work of others, save and to the extent that such
work has been cited and acknowledged within the text of my work. I understand that
plagiarism, collusion, and copying are grave and serious offences in the university and
accept the penalties that would be imposed should I engage in plagiarism, collusion or
copying. I have read and understood the Assignment Regulations set out in the
module documentation. I have identified and included the source of all facts, ideas,
opinions, and viewpoints of others in the assignment references. Direct quotations
from books, journal articles, internet sources, module text, or any other source
whatsoever are acknowledged and the source cited are identified in the assignment
references. This assignment, or any part of it, has not been previously submitted by
me or any other person for assessment on this or any other course of study.
I have read and understood the referencing guidelines as recommended in the report
guidelines.
Signature
Name: Ghazala Khan
Registration # UW-15-MGT-BBA-013

4. ii
Supervisor’s Certificate
This is to certify that Ghazala Khan has incorporated all observations, suggestions and
comments made by the external evaluators as well as the internal examiners. The title
of her report is “Internship Report on National Bank of Pakistan”.
Forwarded for necessary action
____________________
Ms.NoshabaZulfiqar

5. iii

6. iv
Dedication
This report is dedicated to my Family and my respectable and kind Teachers

7. v
Acknowledgment
I would like to express my most profound thankfulness to everyone who gave me the
possibility to finish this report. A special appreciation I give to our final year report
supervisor Ms. Noshaba whose commitment in animating recommendations and
consolation helped me to facilitate my final year project especially in writing this
report for completion of my degree.
Despite the fact that this report depended entirely on my name yet a few people were
essential to the improvement of this report. Without their help, I would never have
effectively finished the internship as well as the report.
I am grateful to the NBP Aslam market branch because they helped me in every aspect
of internship as well as they taught me many things that are necessary for the
professional life.
I am obliged Mr. Hamza, Mr. Noor, Mr. Mohsin and Ms. Mehreen support during
the internship. My special thanks to Faculty of Management Sciences for its
guidance and sharing their vast knowledge and experience with me throughout the
preparation of the report.

8. vi
Executive Summary
In order to be able to cope with the changing environment it is important to have
some Practical experience It is necessity of university of Wah that all students of
management sciences need to go through Six Week in any association to get
knowledge introduction and to get acclimated with the approaches to live in the
authoritative condition which is significantly not quite the same as the educational
environment. That six-week time span called "Internship period", if spent
appropriately and sincerely, empowers the students to be confident, more
knowledgeable, more responsible and more committed to its work in the practical
field. It has empowered me to comprehend the practical scenario and sharpen our
basic leadership control and using the assets in an optimistic way, with the goal that
our assets create greatest benefit. In setting up this report, I have put all of my best
efforts and tried my level best to give maximum knowledge. I arranged my
internship report dependent on the term of 6weeks. My temporary job began on
30th
July 2018 and went on for 6weeks until 08 September 2018.
I have collected the general knowledge for the first part of my report from the NBP
Aslam market. That includes the introduction, history, objectives of the
organization. Second part of the report includes my personal experience, learning
and working in the organization.
The third part of the report includes the financial analysis, that includes the
horizontal and the vertical analysis of the financial statements therefore the balance
sheet and the income statement of NBP. The analysis has been conducted for the
last 5 years 2014, 2015, 2016, 2017, 2018
And the fourth part includes the SWOT analysis of the whole organization, in
which the strength, weaknesses, opportunities and the threats to the organizations
are highlighted. There are also some findings and recommendations in fifth part for
the organizations improvement are given accordingly to my knowledge and
observations and then the conclusion has been reached. Despite of my all the
coherent efforts, I do believe that there will always be a room for improvement in
the efforts of learner like me.

9. vii
Table of Contents
1.1Background......................................................................................................................2
1.2 History of the Bank .........................................................................................................4
1.3 Operations.......................................................................................................................5
1.4 Vision of National Bank of Pakistan................................................................................6
1.5 Missionof National Bank of Pakistan...............................................................................6
1.6 Core Value of National Bank of Pakistan.........................................................................6
1.7 Goal of National Bank of Pakistan...................................................................................6
1.8 Role of the Organization in Pakistan NBP .......................................................................7
1.9 Functions of NBP............................................................................................................7
1.9.1 Accepting Deposits ......................................................................................................7
1.9.2Advancing Loans ..........................................................................................................7
1.9.3Creation of the Medium of Exchange ............................................................................8
1.9.5Agency Service National Bank of Pakistan:...................................................................8
1.10 Organization Structure: .................................................................................................9
1.11 Heads of Management in Nation Bank of Pakistan: .......................................................9
1.11.1Executive Board........................................................................................................10
1.11.2Board of Directors.....................................................................................................10
1.11.3Chief Executive.........................................................................................................10
1.11.4Divisional Chiefs.......................................................................................................10
1.11.5Provisional Chiefs .....................................................................................................10
1.11.6Circle Executive........................................................................................................11
1.11.7Zonal Heads ..............................................................................................................11
1.11.8Branch Managers ......................................................................................................11
1.12 Branch Employees ......................................................................................................11
1.13 Products of National Bank of Pakistan.........................................................................12
1.13.1International Banking ................................................................................................12
Mail Transfers ....................................................................................................................12
Pay Order ...........................................................................................................................12
Traveler's Cheques..............................................................................................................13
Letter of Credit ...................................................................................................................13
1.13.2 Commercial Finance.................................................................................................13

10. viii
SWIFT System ...................................................................................................................14
Short Term Investments ......................................................................................................14
Equity Investments .............................................................................................................14
National Income Daily Account (N.I.D.A) ..........................................................................14
1.13.4Trade Finance & Other Business Loans .....................................................................15
1.13.4.1Corporate Financing ...............................................................................................15
1.13.4.2Agriculture financing..............................................................................................16
1.14 NBP Islamic banking...................................................................................................17
1.14.1 Basic Features of Aitemaad Account ........................................................................17
2.1. Internship experience ...................................................................................................19
1.2 Practical Work ..............................................................................................................19
1.2.1 Week 01.....................................................................................................................19
1.2.2 Week 02.....................................................................................................................20
1.2.3 Week 03.....................................................................................................................20
1.2.4 Week 04.....................................................................................................................21
1.2.5 Week 05.....................................................................................................................21
1.2.6 Week 06.....................................................................................................................22
3.1 FINANCIAL STATEMNT ...........................................................................................25
3.2 Ratio analysis................................................................................................................26
3.1.1Current Ratio...............................................................................................................28
3.1.2 Net profit margin:.......................................................................................................29
3.1.4 Return on Investment: ................................................................................................31
3.1.5 Return on Equity ........................................................................................................32
3.1.6 Asset Turnover Ratio..................................................................................................33
3.1.8 Long Term Debt to Capitalization ..............................................................................35
3.1.9 Debt to Owners ‘Equity..............................................................................................36
3.1.10 Cash FlowRatio:.......................................................................................................37
3.1.11 Return on Asset:.......................................................................................................38
3.1.12 Equity Ratio:............................................................................................................39
3.1.13 Debt to Asset Ratio: .................................................................................................40
3.1.14 Basic Earning Power: ...............................................................................................41
3.1.15 Earnings Per Share: ..................................................................................................42
3.1.16 Fixed Asset Turnover: ..............................................................................................43
3.2 Vertical Analysis and Horizontal Analysis:....................................................................44

11. ix
3.2.1 Vertical Analysis of balance sheet: .............................................................................45
3.2.2VerticalAnalysis of income statement:.........................................................................47
3.3.1Horizontal Analysis of Balance Sheet ..........................................................................49
3.3.2 Horizontal Analysis of income statement:...................................................................51
4.1 SWOT analysis: ............................................................................................................53
4.1.1 Strength of NBP:........................................................................................................53
4.1.2 Weakness of NBP ......................................................................................................53
4.1.3 Opportunities .............................................................................................................54
4.1.4 Threats.......................................................................................................................54
5.1Conclusion:....................................................................................................................56
5.2Recommendations:.........................................................................................................57
5.3 REFRENCES:...............................................................................................................59

12. x
List of Tables
Table 3.1: Current ratio............................................................................................ 28
Table 3.2:Net profit margin ..................................................................................... 29
Table 3.3: Interest coverage ratio ............................................................................. 30
Table 3.4: ROI......................................................................................................... 31
Table 3.5: ROE........................................................................................................ 32
Table 3.6: Asset turnover ratio................................................................................. 33
Table 3.7:Net Working Capital ................................................................................ 34
Table 3.8:Long Term Debt to Capitalization............................................................ 35
Table 3.9:Debt to owners’ equity............................................................................. 36
Table 3.10: Cash flow ratio...................................................................................... 37
Table 3.11: ROA ..................................................................................................... 38
Table 3.12: Equity Ratio.......................................................................................... 39
Table 3.13: debt to asset ratio .................................................................................. 40
Table 3.14: Basic Earning Power............................................................................. 41
Table 3.15: Earnings Per Share................................................................................ 42
Table 3.16: Fixed asset turnover .............................................................................. 43
Table 3.17: Vertical Analysis of balance sheet......................................................... 45
Table 3.18: Vertical Analysis of income statement................................................... 47
Table 3.19: Horizontal Analysis of Balance Sheet.................................................... 49
Table 3.20: Horizontal Analysis of income statement .............................................. 51

13. xi
List of Figures:
Figure 1.1 Organization Structure.............................................................................. 9
Figure 3.2: Current ratio .......................................................................................... 28
Figure 3.3:Net profit margin .................................................................................... 29
Figure 3.4: interest coverage ratio............................................................................ 30
Figure 3.5: ROI ....................................................................................................... 31
Figure 3.6: ROE ...................................................................................................... 32
Figure 3.7: total asset turnover ratio......................................................................... 33
Figure 3.8: net working capital ratio ........................................................................ 34
Figure 3.9: debt to capitalization ratio...................................................................... 35
Figure 3.10: debt to equity ratio ............................................................................... 36
Figure 3.11: cash flow ratio ..................................................................................... 37
Figure 3.12: ROA.................................................................................................... 38
Figure 3.13: Equity Ratio......................................................................................... 39
Figure 3.14: Debt to Asset Ratio.............................................................................. 40
Figure 3.15: Basic Earning Power............................................................................ 41
Figure 3.16: Earnings per Share............................................................................... 42
Figure 3.17: Fixed Turnover Ratio........................................................................... 43

14. CHAPTER 01
INTRODUCTION

15. 2
1.1 Background
Pakistan's National Bank (NBP) is a major Pakistani occupational bank with Karachi
headquarters. Despite the fact claimed by the state, it fills up as an occupational bank
while still planning to go on as a trustee of public assets and as the operator at the
State Bank of Pakistan founded where SBP has no branch of proximity, since SBP is
the true NBP speculator.
The bank provides banking organizations linked to phrases as well as portion of the
town. It is a leader in service appreciation grandstand, banking organization, retail and
purchaser banking, finance acculturation, treasury organizations. As of March 2017,
with approx. funds, it has 1,450 offices across Pakistan. 17.2 billion dollars. The Bank
also operates on a match scheme of 21 big divisions, 2 big subsidiaries and 3
illustrative offices globally.
The Bank also has proximity in the United Kingdom through United National Bank
Ltd (UNBL), a money-related scheme created in the United Kingdom National Bank
of Pakistan has built up a broad range of customer stuff, fairly growing company and
obliging the various sections of culture to fulfill their social obligations. A few
schemes were expressly suggested for the people's low-focused meetings.
It has launched exceptional loan schemes such as small farmers, businesses and
opportunities, administrative to Qarz-e-Hasna improvements to undergraduate studies,
free job farms for unemployed individuals, accessible car consolidation. The Bank has
expanded its degree of stuff to unite money-related stuff with politicians. It has also
built up a reimbursement partnership to ship their cash home to Pakistan for foreign
Pakistanis. Client Social Responsibility is another branch that provides education,
wealth and fortifying females to social organizations.
In addition, the bank operates the Annual Awards for Excellence in Literature, which
prizes the highest documents in Urdu and all apparent national lingos. The Bank is als
o Pakistan's largest fan of matches. Some key information about NBP's context:
 1949 National Bank of Pakistan (NBP) was established under the 1949
National Bank of Pakistan Ordinance and in 1950 NBP established a
subsidiary in Jeddah, Saudi Arabia.
 1955 NBP had offices in London and Calcutta during that moment.

16. 3
 1957 In Baghdad, Iraq, the NBP established a subsidiary.
 1962 In Dar es Salaam, Tanganyika, NBP established a subsidiary.
 1964 NBP's Baghdad office was nationalized by the Iraqi government.
 1965 The Indian government kept an incident of attacks between India and
Pakistan on the Calcutta office.
 1967 The govt of Tanzania nationalized the part of Dar es Salaam.
 1971 Two offices of Bank of China, one in Karachi and one in Chittagong,
were procured by NBP. There, NBP destroyed its offices in East Pakistan's
department. Eastern Mercantile Bank and Eastern Bank Corporation
converged with NBP.
 1974 Pakistan's legislature nationalized NBP. NBP acquired Bank of
Bahawalpur as a significant element of the economic division's respective
solidification. • In 1977, the NBP launched Cairo's maritime mind.
 Morean Bank merged in 1994 by the NBP.
 In 1997, the NBP office began operations in Ashgabat, Turkmenistan.
 2000 In Almaty, Kazakhstan, the NBP launched an officer desk.
 2001 Pakistan State Bank and Bank of England agree to allow only two
Pakistani companies to operate in the United Kingdom. The NBP and the
United Bank agreed to merge their duties with the Pakistan International Bank,
of which NBP would say 45% and the United Bank would say 55%.
 2002 The International Bank of Pakistan was renamed United National Bank
Limited (UNB). UNB's ownership system remained as it was in the past. The
primary shift to the shareholding framework is that UNB was early privatized
in Pakistan and has now been requested 49 percent by Pakistan's government
and 51 percent by Abu Dhabi's combined distant consortium.
 For a sophisticated business bank, NBP anticipated to rethink its work and
leave the accessible component bank image. It offloaded 23.2 percent of the
economic swap stock, and bearing in mind that it was not fully privatized like
the other three closed branch companies, privatization happened midway. It is
currently being registered on the Karachi Stock Exchange.

17. 4
1.2 History of the Bank
The reported foundation of Pakistan's National Bank is a record of Pakistan's battle
for cash-linked autonomy. The National Bank of Pakistan was established under the
National Bank of Pakistan Ordinance on November 9, 1949 to change in line with the
emergency conditions made after the gridlock exchange with India and the 1949
streamlining of Indian Rupee. From the outset, the Bank was constructed up with the
objective of expanding loans to the acculturating community.
The basic strategy of building up a cash-related overhaul under the Company Law
was protected and the Bank was laid up by announcing an Ordinance, taking into
account the real emergencies that it had created with regard to the funding of jute
return. From November 20, 1949, the Bank began its enterprises at six real jute
centers in East Pakistan by at that stage and promoted its awards in the funding of jute
cultivation. The Karachi workplaces of the Bank and Lahore were thus launched in
December 1949. Pakistan's National Bank is the top bank of Pakistan that created
agreements to put greater performance controls.
It is the genuine accomplice of Pakistan's government with a prominent highpoint in
approving Pakistan's economic progress through large and stable crediting lessons of
intervention, exactly coordinated activities and organziations implemented locally,
around and specialist workplaces through its huge branch scheme. In present affiliated
company organziations, the National Bank of Pakistan is designated as Products,
described closer to establishing its job rooms in the Cotton producing locations and
generously recognizing job conditions to restore market reliability. In 1951, the
country stared a little ago at the cotton swap with a calamity
The bank offered the swap the enormous credit job conditions in a combined attempt
with the strand committee and the calamity was over. The Bank's option duty is
unusual and single from various institutions linked to banks / money. For their
favorable situation, the Bank acts as the director of the State Bank of Pakistan for
development with Provincial / Federal Government receipts and payments. Pakistan's
National Bank is a working, profitable, and buyer-conscious organization today.

18. 5
1.3 Operations
Different movements have been created, the degree of institutional change,
modifications in the domain structure, inside control schemes and processes, inside
control structures with amazing improvements in commercial membership, the
combination of Capital Adequacy Standards under the Basel III regime, the upgrade
of the IT institution and the HR work.
Pakistan's National Bank has developed a broad office with 1,450 outlets in Pakistan
and operates in a true concentration of company overseas. In Beijing, Tashkent,
Chicago and Toronto, the Bank has official workplaces. With more than 3000 author
accounts far and large, it has membership policies. The Bank saw some place giant
headway in the 2000 and 2006 range.
Absolute assets were assessed at PKR 1,799 billion in 2016, with 1,657 billion PKR
in immovable shops. Pre-charge leeway slightly increased to PKR 37.14 billion.
Compensation was missed to PKR 10.69 per bid.
The increase in the preferred position was rehearsed by a strong advancement in the
budgetary work middle. Gross Interest remuneration extended across the recognized
fund to PKR 114 billion correspondingly as spread development. Gross Advances
achieved 781 billion PKR.
It ranges from offering credit to the unbanked advertising region of NBP Karobar,
excessively tiny and medium-sized companies, sharing advancement, to enormous
business clients. Different measures were taken to encourage foreign Pakistanis to
restore their colonies. In 2002, the Bank agreed to a Western Union approach to
extend the basis for point-by-point colonies. The German BaFin is issuing a
restriction on the National Bank of Pakistan to yield progress starting on 6 February
2019.

19. 6
1.4 Vision of National Bank of Pakistan
To be recognized as a leader and a brand synonymous with trust highest standards of
service quality, international best practices and social responsibility
1.5 Missionof National Bank of Pakistan
To promote Forex business at the most competitive rates, facilitate quick settlement of
remittances and strive for increased market share, thereby retaining our position as the
market leader.
1.6 Core Value of National Bank of Pakistan
• People: We will continue to value our people and well reward performance
• Service: Our main focus will be on providing superior service quality through
diversification and development
• Integrity: We will not compromise on integrity, zero tolerance for corruption and
believe in doing the right thing
• Respect: We respect our customer’s needs, beliefs and values, working towards
their benefit
• Excellence: We will continue to strive for excellence in all that we do
1.7 Goal of National Bank of Pakistan
To enhance profitability and maximization of NBP share through increasing leverage
of existing customer base and diversified range of products

20. 7
1.8 Role of the Organization in Pakistan NBP
Is anticipating Pakistan to create a basic motion; NBP is creating a pioneering
occupation of cultivating separation, which is Pakistan's reign era component. Since
we as a whole understand that cultivating a region is critical pieces of our entry, such
as cotton, sugar, rice, wheat, and so on, it improves real swap parts. The Bank's
likelihood of obligations is outstanding and phenomenal from affiliations linked to
various companies.
The bank also performs treasury transactions for the Pakistani government as a
specialist for handling ordinary / federal government accounts and pieces for their
favorable place with the Pakistani State Bank. The National Bank of Pakistan has in
like way expected a colossal occupation in financing the nation's making exchange,
which has extended during that time as growing.
1.9 Functions of NBP
Pakistan's National Bank is a corporate bank, so like multiple companies, it is
engaged in funding in-trade and other conventional cash-related banking to get shops,
push loans and restrict trade charge
1.9.1 Accepting Deposits
The most basic limitation is for people to get additional cash out of the manner. They
carried their networks as wide as they might collect excessive changes of individuals,
businesses and affordable organizations. To draw funds, they have shown distinct
kinds of plot shops that can fit the needs and flavors of an economic experts ' huge
personal event. Current account
 Saving account
 Fixed deposit account.
1.9.2Advancing Loans
From exercise, each bank has discovered that benefactors do not draw their full stores
continually. They basically take a bunch of it for usual operations; a bank runs a
bunch of full-scale "cash grab" stores along these paths to meet examers ' money

21. 8
requirements and encourages some bit of stores to the TijaratGanj to normal business
people.
National Bank of Pakistan gives advances in following ways.
 By entering a credit office
 By over drafting
 By discounting transaction charges
 By buying bonds and stocks
1.9.3Creation of the Medium of Exchange
It is neither safe nor simple to make partitioning as metal cash or paper
money;cheaques generate stocks along these lines. For all demands and factors, 90%
of cash-related abilities are generated through installments. The National Bank of
Pakistan aggregates and enables control of components of customer premises.
1.9.4Transfer Money National Bank of Pakistan
Furnishes headquarters to move from one location to another at apparent expenses.
Just when a individual has to move his / her cash from one place, he / she carries over
cash to the bank and gets a draft at the location of the specific branch where he / she
wishes the cash and gets cash there securely.
1.9.5Agency Service National Bank of Pakistan:
It enables part-on-demand inspections to receive proportion of money on carried
inspections provided to their clients and to shop the aggregate tin of their papers. It
purchases bonds and business material segments for its clients under their
authorization.
1.9.6General Utility Services
It keeps its helpful records, gold trimmings, bonds, and deals, and so on, in it
accumulate. Pakistan's National Bank offers organziations with power, gasoline and
internet charges to cover organizational charges and provide afternoon banking links

22. 9
1.10 Organization Structure:
The chairman is called the Bank's "Chairman" or "President" at Pakistan National
Bank. And there are Five Broad Directors after the president. National Bank of
Pakistan has 11 groups that regulate the operation of the Divisions, Wing,
Department, Section and Regional of the National Bank of Pakistan in NBP,
"Department" is called "Wings."
Figure 1.1 Organization Structure
1.11 Heads of Management in Nation Bank of Pakistan:
 Executive Board
 Board of Directors
 Chief Executive
 Divisional Chiefs

23. 10
 Provisional Chiefs
 Circle Executive
 Zonal Heads
 Branch Managers
1.11.1Executive Board
The general effect and supervision of the attempts of the corporate companies lies
with their renowned councils of directors. Likewise, an EB involves a President, a
Secretary and nine Federal Government appointees
1.11.2Board of Directors
Because there are no private speculators now, there are no big financial expert
conferences and no administrators chosen, the upper management employees are at
the lowest level of the governing board in the management of the funds. In view of
the way in which a large amount of forces is transferred to the Banking Council and
the Executive Board after the 1974 Nationalization Act, the Committee has compelled
administrative authority.
1.11.3Chief Executive
The Chief Executive is the President of the Executive Board. He is the bank's
administrative director and chairman of the Executive Board conferences.
1.11.4Divisional Chiefs
It was partially split into a set of branches to enhance the organziation and
intervention of a bank. Each branch of a bank is under the oversight and oversight of
Divisional Chief (also known as Senior Executive Vice President or Executive Vice
President)
1.11.5Provisional Chiefs
Each bank has a Provisional Chief to improve the exhibition banking framework. PC's
weaknesses allow money and other credit agencies to be authorized. Each office is
arranged in all fields, for example in Lahore, Peshawar, Quetta and Karachi.

24. 11
1.11.6Circle Executive
Every lucrative bank has a number of rings placed directly under the Chief
Executive's command and governance.
1.11.7Zonal Heads
In an amount of areas, each ring is alienated. Zonal Heads who maintain the positions
of Vice President or Assistant Vice President manage these areas.
1.11.8Branch Managers
Each profit-making bank area is alienated into countless offices. Typically, each
branch's regulator and governance are praised to G-I Assistant Vice President or
Officer
1.12 Branch Employees
 Manager
 Deputy manager
 Operation manager
 Accountant
 Credit officer
 Recovery officer
 Clearing & ATM officer
 Remittance officer
 Collection officer
 Bill collection officer
 Cashier
 Massager
 Helper
 Peon
 Sweeper
 Guard

25. 12
1.13 Products of National Bank of Pakistan
An object is anything that can be given to a sector in order to meet a need or need, and
an administration is a manifestation or execution that is fundamentally irrelevant and
is not responsible.
Any affiliation's after-effects depend on its promotion goal. Alliance will give the
stuff that directs them to the most visible favored place, the lowest price, and the
reputation to be valuable as the relationship's pleasant atmosphere in the context.
A bank is an association rather than a budgetary association that provides stuff to its
customers, for instance, different kinds of shops and organizations such as funding
operating conditions National Bank of Pakistan reliably aims to enhance its goodwill
among the overall public. It introduces from moment to time different kinds of
schemes.
NBP offers
1.13.1International Banking
 Lowest export rates and other international banking products
 Access in international banking to various local commercial banks
Mail Transfers
Use the NBP Mail Transfer system to transfer your money securely and quickly. And
we also propose the market's most humble fees.
Demand Drafts
If you are looking for a safe, viable and strong approach to manage shifting money,
you would now have the choice to purchase NBP's Demand Drafts at reasonable
indoor and outdoor rates. Anyone, whether or not a bank register owner, can buy a
Demand Draft from a bank cabinet.
Pay Order
NBP gives you another opportunity to move your cash using our work configurations.
Our award deals are a simple and secure approach for handling to move your cash

26. 13
from one location to the related location. In addition, our charges for this association
are unfathomably locked in, as anyone can expect.
Traveler's Cheques
Negotiability: Pak Rupees Traveler's Cheques is a negotiable tool
Validity: There is no limit on the system duration
Availability: 700 locations of NBP throughout the nation
Encashment: 400 locations of NBP
Limitation: No limit on buy
Safety: NBP Traveler's Cheques are the safest route to perform our cash.
Letter of Credit
NBP aims to provide its business customers with the widest range of options in
transferring money locally. By then, our Letter of Credit organization is really what
you're searching for on the off chance you're a profitable commitment. NBP Letters of
Credit is the most perfect way to accomplish your company contacts with strong
prices, safety and easy transfer.
1.13.2 Commercial Finance
Us made meeting pros truly understand the clauses of experts, farmers, giant and
independent organization and multiple economic pieces. They are the greatest tool for
the customer to make the resources and administrations of NBP job for them.
1.13.3 Foreign Remittances
The National Bank of Pakistan has adopted numerous steps to assist its customers in
the region of house remittances: including house installments through the money-
related structure meet the SBP orders / rules for successful and short recipient motion
of payments
New Features of settlement

27. 14
The current route of practice of house colonies has been altered / inside and out
enhanced and definitely prepared domain functionaries are implemented in order to
offer alien Pakistanis competent and powerful house colony organizations at 15 non-
United National Bank (the combined venture between NBP and UBL in the UK) and
Bank Al-Jazira, Saudi Arabia. Zero Tariffs: NBP gives without charge to house
payment organization. For the rapid motion of house colonies to the beneficiaries,
special delivery organization are hired.
SWIFT System
The SWIFT Center is working at National Bank of Pakistan with a comprehensive
admittance number
NBP-PKKA. All NBP abroad branches and abroad reporters (more than 450) are
draught settlements through SWIFT.
Short Term Investments
NBP now provides incredible profit levels on its current enterprise reports as a whole.
Whether you're expecting to donate for 3 months or 1 year, NBP's profit intervals are
extremely attractive; in addition to safety and administration, no one but NBP can
provide.
Equity Investments
NBP has hurried its currency trade operations to regain its money-related foundation
and regain audacious personal assurance. The bank is immediately viewed as the most
vigorous and important participant in enhancing trade in privacy. NBP is linked to the
following:
 Investment in the Capital Market
 Introduction of Capital Market Accounts (under review)
The commitment of NBP to the Capital Markets is based on expanding its gain, which
would result in stronger yields for fund owners
National Income Daily Account (N.I.D.A)
In December 1995, the system was motivated to draw business customers. It is an up-
to-date document system and is a lot of national benefit and unfortunate document
contract in the trials.

28. 15
1.13.4Trade Finance & Other Business Loans
There are two types:
 corporate financing
 agriculture financing
1.13.4.1Corporate Financing
Working Capital and Short-Term Loans
NBP has practical experience in giving Project Finance
 Export funding to exporters
 Pre-shipment and post-shipment funding to exporters
 Running account
 Cash funding
 Small funding
 Discounts and bills purchased
 Export bills purchased / pre-shipment / post-shipment Loans for agricultural
production
Medium Term Loans and Capital Expenditure Financing
NBP provides funding for the use of equity for its clients and requires other long-term
ideas. By exchanging the peril associated with such long-term activities, NBP
accelerates the effort of clients to preserve and construct their exercise, rendering it
possible to fulfill the mission of our clients. This type of long-term financing
demonstrates the bank's trust in its customer's capacities and its obligation to the
country.
Loan Structuring and Syndication
The credit syndicating organization of the National Bank starts with the ability to heat
powerful mortgage organziation likewise with bank money-linked specialists.
Because we assess our associate partners ' favorable site plans, we help borrowers
meet significant patronage demands by allowing them to reach the most serious
buyers by taking on their particular business, space sector, and structure through

29. 16
syndicated duties. Our syndication breakpoints are improved by the success of our
own wealthy stand-out and business conferences that provide the exchange scheme
with specific information. `
Cash Management Services
With National Bank's Cash Management Services (in perspective of being set up), a
huge system of expanded NBP extending across the country will unfocused the
client's corporate private problem. This will approve the lawful position of the client
from your PC to deal with challenging and rapid financial problems with their
associations. Comparatively, in installment, delivery, liquidity, and hypothesis, they
will have the choice to satisfy our exceptional alliances. You'll get everything with
NBP to be convinced, which needs you to manage your wage even more properly.
1.13.4.2Agriculture financing
NBP provides Agricultural Finance to solidify faith, commitment and pride of farmers
who produce some of the best agricultural products in the World.
Agricultural Finance Services
“A fresh item, I Feed the World, is launched by NBP with the objective of helping
producers improve output per acre with minimum contribution needed. For other
crops and peasants to follow, selected cows will be produced role models to help
producers across Pakistan boost manufacturing.
Agricultural Credit
The agricultural financing system of NBP is aimed for three fundamental destinations:
 Providing a strong basis for environmental customers
 Providing producers with a productive use of resources to further develop and
achieve superior production
Agricultural Credit (Medium Term)
 Production and growth
 Improvement of the watercourse
 Well
 Farm power
 Tea estate growth credits

30. 17
 Fencing
 Solar power
 Sprinkler equipment
Farm Credit
Following provided with range of 3 months to 1 year on a renewal basis.
 Equipment credits for the acquisition of trucks, factory machinery or other
machinery
 Livestock credits for the acquisition, maintenance and watering of cattle
Production Loans
Production credits are intended for the farm's rudimentary contributions and are in the
landscape for the brief run. Under this system, seeds, fertilizers, sprayers, etc. are all
included
1.14 NBP Islamic banking
Aitemaad Account offers clients with the comfort of placing their money into and
accessing a ' Riba Free ' card without any payment constraints while experiencing
a range of NBP Aitemaad's specialist conveniences – Islamic Banking
1.14.1 Basic Features of Aitemaad Account
 Account can be launched in Pakistani Rupees (PKR)
 Minimum sum for the closure of the fund:
 Individuals: PKR 100 / Students, Widows,
 Pensioners: no conditions
 Sole Proprietorship / Partnership / Corporate: PKR 50,000
 Halaal gain at reasonable prices
 Profit will be calculated on median weekly equilibrium (regular item) and
charged on a monthly basis
 No small exchange equilibrium delivery fees •

31. Chapter#02
My internship plans

32. 19
2.1. Internship experience
Internship is a place in an organziation for learners or trainees who operate in an
organziation, sometimes without salary, in attempt to obtain work experience or meet
qualifying criteria when any employee receives a chance for internship, they will be
prepared to observe the practically different world from what we've been studying.
Academic knowledge enables us to comprehend distinct financing conditions, but the
internship has instructed us how we have to cope with others, clients and peers we
have researched in schools and universities.
My internship experience has been wonderful as I have the opportunity to know many
ethical views of operating in the practical globe and put my academic knowledge into
practice there. I took an internship at NBP, which is our country's national bank,
which is why it's always crowded and I discovered a ton from my internship with
separate individuals.
1.2 Practical Work
I did internship of 6weeks; my internship starts from 30.07.2018 to 08.09.2018
1.2.1 Week 01
On the first day of my internship, I encounter Mr. Ali, who is responsible for
agreements with all fresh interns as a focal individual. He orally provides me some
NBP aslammarket equity account finance data. Then he provides me an uncommon
presentation / orientation of all branches ' dissimilarity. Before that, three interns
resided there, helping me take it in all ways.
Mr. Ali brought me to the pension department where I volunteered for nearly 3
percent of internship under Mr. Mohsin's supervision.
In the first week, I gathered mail from the cashier and placed them on the register of
perfection. One scroll consists of thirty pension vouchers. I was told to enter one
scroll in the Excellence board and then add all the vouchers and check if I enrolled
somewhere correctly or wrongly. If I have wasted any quantity then at the time of
assessing it, I need to remedy it otherwise creates trouble.

33. 20
The scroll entry helped me to comprehend MS Excel and also to speed my typing
skills.
1.2.2 Week 02
They assigned me the obligation to enter the transport challans and the reservation
challans along with the papers in the second week of my internship.
There are two cashier cottages in the NBP Aslam Market office, one on the front hand
of the bank collecting utility charges, challenging vouchers, and paying to the clients
who offer cheque. And the second room is on the left hand of the bank, which is only
used for the intent of the pension.
The challans are gathered from the front of the bank by the cashier and inserted into
the NBP software to maintain the file.
1.2.3 Week 03
The man who was at the office meeting get change instructions in the fifth week of
my internship and the office manager replaces Mr. Mohsin from the retirement hand
to the office entrance.
Account nature: NBP has the facilities provided to the previous kinds of people.
General Customer Accounts (Single Accounts)
 Minor account
 Illiterate person account
 Joint account
Accounts of special customers
 Limited company account (Public / Private)
 Accounts of clubs, societies and organizations
 Corporate body (Incorporated / Unincorporated)
 Trust account
 Government institutions (Federal / Provincial)

34. 21
Because of the lack of one employee for a month, all of Mr. Mohsin's duties were
allocated to me that were very appreciative because as an intern I was given ongoing
personnel duties and I attempted even easier to prove that they had made the right
decision.
The previous week I immediately connected with the pensioners. I start the pension
operations at 09:00, the NBP guard entered the females in the queue segment and I
collect their voucher one by one and log their voucher in the system to create sure
they obtain the right amount and month voucher or not. If their voucher is in line with
the system, I entered the system by advising the pensioner to go to the cashier to
obtain their pension amount.
Sometimes the pensioner's grant had been stopped by the upper department because
of the household panel, then I will guide them on the household panel and encourage
them to create it and give it to me so I can plug it into the system and give them their
pension.
1.2.4 Week 04
I did the same job in the fourth week as I did in week 03 but I used to spend my time
in the bank after 5 pm to balance the pension this week. I learned how my little errors
created it very difficult for the other worker to balance. And also, I learned who the
balancing time is difficult for the employee; the difference of one rupee at the end of
the working timing of the bank is balanced.
1.2.5 Week 05
I managed to learn about the issuance of the cheque book along with the pension job
in the third week. All subsequent test cards to be delivered against the application
sample independently from the prior exam folder. This envelope is correctly filled and
marked by the client. The bank creates the record of the client and the client receives
a new exam list and separate quantities of papers are correctly registered in the bank's
database. In relation to the tag, the individual should compose his complete name and
email. Check guides published with the title of the customer imprinted on the card in
the working automatic order.

35. 22
 Rs. 3 is paid for postal advantages via NIFT for each section of the novel •
Enter specifics in the cheaque card problem log.
 Include details in the frame.
 These documents should be inspected daily by the Daily Check Book Report,
which should be labeled in the aftermath of the test ##list order amount by the
authorized representative.
 All cover cards should be inspected and matched with the help of order passes
at the start of the day.
The prior experiment plan therapy must be performed in the event of a sample license
being given to determine the clients ' validity and the form should be received without
a demand exam. Sometimes a notification of issuance of the exam handbook is sent to
the sample proprietor for confirmation when the exam handbook is provided by the
individual properly approved by the registry proprietor for the purchase of the test
card.
1.2.6 Week 06
Finally, Mr. Mohsin requires another short lecture on my 5th week of job and training
overview of my interpersonal equipment at the last week of my internship and
understands me I will have to join an additional branch section called washing space
in the coming week. Essentially, any department's clearing house is quite as usual at
the start of the 5th week of my internship, Mr. Mohsin is again handing over a short
significant part of the bank coping with all controls, bank guidelines, and other liquid
tools provided by the NBP offices across the country as well as other offices of
Pakistan's companies.
Clearing house
A clearing house functions as an intermediary between a customer and vendor and
aims to guarantee that the method is fluid from the beginning of trade to resolution. Its
primary function is to ensure that customer and vendor fulfill their responsibilities
under the agreement. Responsibilities include establishing trading records, reviewing
trading, gathering and keeping premium monies, controlling the distribution of the
tool purchased / sold and recording trading information. Clearing houses function as

36. 23
third parties to all agreements of futures and alternatives, as buyers to each vendor of
the closed members, and as vendors to each customer of the saving members.

37. Chapter#03
Financial Analysis

38. 25
3.1 FINANCIAL STATEMNT
Financial statements are documents that are intended by the leadership of a company
to demonstrate at a time the economic effectiveness and condition. Usually a
particular objective sequence of financial statements involves a balance sheet, income
statement, equity property statement, and cash flow statement. These reports are ready
to provide more data about the economic positions of the business to customers
outside the business, such as shareholders and investors.
These accounts must also be submitted in a timely manner by publicly traded
companies with other legislative organizations. Analysis of financial statements is the
method used to evaluate the financial statements of a company for decision-making
reasons. It is used by external stakeholders to comprehend an organization's general
well-being and to assess economic results and business value. Internal staff uses this
as an economic governance surveillance instrument.
Also known as Fiscal summary investigation it includes gaining an understanding of
an organization's financial situation by reviewing its financial reports.
There are various users of fiscal summary investigation. They are:
 Leasers: Any person who has lent an organization's property is concerned in
their ability to earn away the duty, thus concentrating on distinct revenue
policies.
 Financial experts: both current and future speculators glance at fiscal
summaries to discover out about an organization's ability to continue to make
earnings, to generate revenue, or to continue to develop at its genuine pace
(depending on its enterprise thinking techniques).
 The panel (governance): the manager of the organziation prepares a
progressive examination of the budgetary results of the organziation, in
particular in association with multiple operating measures which are not seen
by external components (e.g. expenses per conveyance, costs per line, benefits
per product, etc.).
 Administrative experts: If an organziation is kept publicly, its bill reports are
checked by the Securities and Exchange Commission (if the organization

39. 26
registers in the United States) to verify that its announcements are in line with
the various bookkeeping gauges and the SEC rules.
3.2 Ratio analysis
Ratio analysis is a kind of financial-related inquiry that organziation use to see the
organziation or bank's fiscal execution. There are a few important characteristics in
this review. The bank can use this inquiry to see the budget left among its competitors
in the company.
After calculating a percentage, you can then add it to the same proportion calculated
for a preceding era, or relying on a sector median, to see if the business performs as
expected.
The general groups of ratios are:
Liquidity ratios
This is the most significant collection of proportions, as they evaluate a company's
capacity to stay in business.
The types of liquidity ratios are:
 Cash coverage ratio
 Liquidity index
 Current ratio
 Quick ratio
Activity ratios
These proportions are a powerful measure of leadership performance, as they show
how well company resources are used by leadership.
The types of activity ratios are:
 Accounts payable turnover ratio
 Accounts receivables turnover ratio
 Fixed asset turnover ratio
 Inventory turnover ratio

40. 27
 Sales to working ratio
 Working capital turnover ratio
Leverage ratios
These proportions show to what magnitude a business relies on debt to finance its
activities, as well as its capacity to repay the debt.
Types of leverage ratios:
 Debt to equity ratio
 Debt service coverage ratio
 Fixed charge ratio
Profitability ratios
These ratios measure how well a company performs in generating a profit.
The types are:
 Gross profit margin
 Operating margin
 Return on assets
 Return on equity
 Return on sales
 Return on investment

41. 28
3.1.1Current Ratio
The current ratio is a percentage of liquidity that measures the ability of an
organization to meet short-term or due obligations within one year. It informs
economic professionals and professionals how an organziation can increase the funds
currently available
Current Assets / Current Liabilities
Table 3.1: Current ratio
Figure 3.1: Current ratio
Interpretation:
The higher the current ratio, the more successful the business will be in rewarding its
assets. There is a greater proportion in 2014 and a fall in the proportion in the 2018
financial year. In 2018, the decreasing percentage means that the Bank does not treat
current liabilities heavily and does not have adequate resources to repay all liabilities,
so that current assets do not only cover its current liabilities.
1.04
1.05
1.06
1.07
1.08
1.09
1.1
1.11
2014 2015 2016 2017 2018
Current Ratio
Years 2014 2015 2016 2017 2018
C.A 1,414,582,041 1,588,809,531 1,861,691,936 2,251,195,473 2,578,673,108
C/.L 1,283,626,981 1,463,183,054 1,712,266,592 2,100,416,774 2,414,117,276
Ratio 1.10 1.08 1.08 1.07 1.06

42. 29
3.1.2 Net profit margin:
Net profit margin is the level of income left after all expenses have been deducted
from sales. The estimation uncovers the measure of benefit that a business can remove
from its total sales. The net sales part of the equation is gross sales less all business
findings, for example, deals recompenses.
The bank as the net profit margin ratio was higher.
Net Profit / Sales *100
Table 3.2: Net profit margin
Year 2014 2015 2016 2017 2018
Net Profit 16,071,184 20,076,583 23,087,260 23,345,862 20,035,300
Sales 115,251,748 114,386,364 115,028,828 123,415,023 150,178,178
N-P% 13.94% 17.55% 20.07% 18.91% 13.34%
Figure 3.2:Net profit margin
Interpretation:
The highest net profit ratio indicates the bank's smallest cost and it also reflects how
effective an organization is in turning its revenues into real profit. In 2016 net gain as
at its pinnacle, it implies bank performed fantastic; from 2014 the company begins to
work on leadership and all other variables that boost its profitability as shown in the
chart. The highest output in 2016 started to decline and the lower proportion in 2018
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2014 2015 2016 2017 2018
Net Profit Margin Ratio

43. 30
3.1.3 Interest Coverage Ratio
The benefit insurance percentage is an obligation ratio and profitability ratio used to
determine how efficiently an organziation can charge value on its exceptional duty.
Earnings Before interest and Taxes / Interest Expense
Table 3.3: Interest coverage ratio
Year 2014 2015 2016 2017 2018
EBIT 67,791,420 79,440,855 87,434,813 88,051,813 98,565,768
Interest Expense 44,655,570 45,268,298 49,840,076 51,908,293 57,480,491
Ratio 1.51 1.75 1.75 1.69 1.71
Figure 3.3: interest coverage ratio
Interpretation:
The smallest loan payment percentage implies that the debt is large and that
organziation has a strong opportunity of bankruptcy as well. And it also demonstrates
that there is less working asset in the organziation that meets its commitments. That's
why businesses favor elevated prices and the low proportions will be 1,75 in 2015,
2016. And in 2017, the lowest percentage is not favorable for companies
1.35
1.4
1.45
1.5
1.55
1.6
1.65
1.7
1.75
1.8
2014 2015 2016 2017 2018
Interest Coverage Ratio

44. 31
3.1.4 Return on Investment:
ROI (Return on Investment) estimates the rise or misfortune in money given to equity.
Return for borrowed cash is usually conveyed as a price and is usually used for
personal financial decisions, to compare the productivity of an organization or to
believe about the skills of different speculations. This proportion is used to calculate
how the output is measured and efficiently evaluated by a business.
Net profit after interest and tax / Total Assets
Table 3.4: ROI
Year 2014 2015 2016 2017 2018
NPAT 16,071,184 20,076,583 23,087,260 23,345,862 20,035,300
Total Assets 1,549,659,081 1,711,874,168 1,981,416,562 2,376,016,409 2,803,886,256
ROI 0.01 0.01 0.01 0.009 0.007
Figure 3.4: ROI
Interpretation:
The greater percentage demonstrates how much profit is effectively gained by using
the complete funds, the greater profit is gained in the first three years of 2014, 2015
and 2016, and the less profit is gained in 2018, showing the lowest effectiveness of
the bank.
0
0.002
0.004
0.006
0.008
0.01
0.012
2014 2015 2016 2017 2018
Return on Investment Ratio

45. 32
3.1.5 Return on Equity
Equity return (ROE) is a percentage of execution of economic results determined by
separating general profit by the importance of shareholders. Since the importance of
shareholders is equal to the advantages of an organization minus its duty, ROE could
be considered as the initial resource entry
Net Income /Total Equity
Table 3.5: ROE
Year 2014 2015 2016 2017 2018
Net Income 16,071,184 20,076,583 23,087,260 23,345,862 20,035,300
Total Equity 114,023,205 119,201,998 123,101,558 129,231,852 150,957,373
Ratio 0.14 0.16 0.18 0.18 0.13
Figure 3.5: ROE
Interpretation:
Return on equity transactions how a business can use shareholders ' money efficiently
to generate yields and cultivate the business. Bank therefore promotes advanced
equity returns. Financial year 2017 shows a greater percentage of 0.21 and a reduced
proportion of 0.12 in 2014 due to small revenues.
0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
0.16
0.18
0.2
2014 2015 2016 2017 2018
Return on Equity Ratio

46. 33
3.1.6 Asset Turnover Ratio
The asset turnover percentage measures the quality of the revenues or income of an
organization in relation to the valuation of its property. The turnover ratio of assets
can be used as a pointer to the ability of an organziation to use its funds to generate
revenue.
Sales / Total Assets
Table 3.6: Asset turnover ratio
Year 2014 2015 2016 2017 2018
Sales 115,251,748 114,386,364 115,028,828 123,415,023 150,178,178
Total Assets 1,549,659,081 1,711,874,168 1,981,416,562 2,376,016,409 2,803,886,256
ratio 0.074 0.066 0.058 0.051 0.053
Figure 3.6: total asset turnover ratio
Interpretation:
This demonstrates how many revenues the bank uses the complete wealth to generate.
The assessment demonstrates the greater percentage in 2014, meaning that this year's
bank produced the largest revenues using assets than others. The percentage after
2014 begins to decline as low as in 2018, which is completely unfavorable for the
bank.
0
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
2014 2015 2016 2017 2018
Total Asset Turnove Ratio

47. 34
3.1.7 Net Working Capital
Working capital, otherwise known as Net Working Capital (NWC), is the difference
between the existing assets of an organization, such as money, receivable reports
(unwanted charges of clients) and inventories of raw products and finished goods and
their current liabilities;
Current Assets - Current Liabilities
Table 3.7: Net Working Capital
Figure 3.7: net working capital ratio
Interpretation:
We calculate the bank's liquidity through this proportion. It controls how much of the
organization's investments are scheduled on the off fortuitous that it required to ease
the majority of its current liabilities. The above scheming demonstrates the company's
current assets are sufficient to satisfy its present 2018 liabilities. If all current
liabilities are to be created, the business will efficiently endure its activities
0
50000000
100000000
150000000
200000000
2014 2015 2016 2017 2018
Net Working Capital Ratio
Year 2014 2015 2016 2017 2018
C.A 1,414,582,041 1,588,809,531 1,861,691,936 2,251,195,473 2,578,673,108
C.L 1,283,626,981 1,463,183,054 1,712,266,592 2,100,416,774 2,414,117,276
Ratio 130,955,060 125,626,477 149,425,344 150,778,699 164,555,832

48. 35
3.1.8 Long Term Debt to Capitalization
A range of the standard debt-to-equity ratio, long-term debt to capitalization ratio,
shows a firm's financial impact. It is determined by dividing all available assets
(lengthy haul order, preferred stock, and fundamental inventory) from the lengthy
haul duty.
Debt / Debt + Shareholder’s Equity
Table 3.8: Long Term Debt to Capitalization
Year 2014 2015 2016 2017 2018
Total debt 1,367,066,089 1,540,219,076 1,801,277,896 2,196,340,695 2,592,824,961
Debt + Equity 1,481,089,294 1,659,421,074 1,924,379,454 2,325,572,547 2,743,782,334
Ratio 0.923 0.928 0.936 0.944 0.945
Figure 3.8: debt to capitalization ratio
Interpretation:
Ratio indicates how much private debt is used in addition to Total Capital. The bank
chooses a small percentage as the bank pays small loan fees on small loans, so 2014 is
the bank's finest year among other years and 2018 is not a good year for the bank
because it has the largest percentage, which implies that more loans are used in
addition to complete assets.
0.91
0.915
0.92
0.925
0.93
0.935
0.94
0.945
0.95
2014 2015 2016 2017 2018
Debt to Capitalization Ratio

49. 36
3.1.9 Debt to Owners ‘Equity
The ratio of debt-to-equity (D / E) is determined by isolating all out liabilities of an
organization by the valuation of its investor. These figures can be found on the asset
document
Total Debt / Equity
Table 3.9: Debt to owners’ equity
Figure 3.9: debt to equity ratio
Interpretation:
A greater debt-to-equity ratio indicates more debts (company lending) than funding
(investors) provided. Thus, the bank favors the lower proportions because the bank
charges small stake custodians on small loans. The bank used small debt support in
2014 in the graph above, which is why the proportion is small and the flow decreases,
which is nice for the bank. The largest percentage, however, is in 2018
0
5
10
15
20
2014 2015 2016 2017 2018
Debt to Equity Ratio
Year 2014 2015 2016 2017 2018
Total Debt 1,367,066,089 1,540,219,076 1,801,277,896 2,196,340,695 2,592,824,961
Equity 114,023,205 119,201,998 123,101,558 129,231,852 150,957,373
Ratio 11.98 12.92 14.63 16.99 17.17

50. 37
3.1.10 Cash FlowRatio:
The cash ratio is an estimate of the liquidity of an organization, particularly the
percentage of the full cash and cash equivalents of an organization to its current
liabilities. This proportion lends and specialists an estimate of the current assets that
could be quickly converted into cash and the amount of the organization's current
liabilities that could encompass these funds and near cash assets.
Cash / Current liability
Table 3.10: Cash flow ratio
Figure 3.10: cash flow ratio
Interpretation:
The graph displays the y-axis cash ratio and the x-axis financial years. The graph row
indicates distinct situations in which money increases and decreases. For the bank, 2015
was the finest year because it has more money than the bank's liability. 2014 and 2017
were the worst year due to the lower money relative to the previous years.
0
0.02
0.04
0.06
0.08
0.1
0.12
2014 2015 2016 2017 2018
Cash Flow Ratio
Years 2014 2015 2016 2017 2018
Cash 110,790,747 171,830,266 174,817,825 187,397,362 260,967,146
C.L 1,283,626,981 1,463,183,054 1,712,266,592 2,100,416,774 2,414,117,276
Ratio 0.08 0.11 0.10 0.08 0.10

51. 38
3.1.11 Return on Asset:
Return on Assets (ROA) is an indication of how profitable an organziation is in terms
of its total resources. ROA provides an administrator, speculator, or examiner with an
idea of how competent the administration of an organization is to use its income-
generating assets. Resource profit is shown as a pace.
Net income /total assets
Table 3.11: ROA
Year 2014 2015 2016 2017 2018
Net Income 16,071,184 20,076,583 23,087,260 23,345,862 20,035,300
T.A 1,549,659,081 1,711,874,168 1,981,416,562 2,376,016,409 2,803,886,256
Ratio 0.010 0.011 0.012 0.009 0.007
Figure 3.11: ROA
Interpretation:
The greater percentage is advantageous to the bank. The graph above shows the rising
pattern and the rate is declining in the 2017 financial year. The 2018 economic year
shows the smallest percentage.
0
0.002
0.004
0.006
0.008
0.01
0.012
0.014
2014 2015 2016 2017 2018
Return on Total Assets Ratio

52. 39
3.1.12 Equity Ratio:
The equity ratio is a speculative impact or solvency ratio that measures the measure of
the advantages funded by the enterprises of the owners by glancing at the
organization's absolute value to the overall assets.
Total Assets / Shareholders Equity
Table 3.12: Equity Ratio
Year 2014 2015 2016 2017 2018
Total Asset 1,549,659,081 1,711,874,168 1,981,416,562 2,376,016,409 2,803,886,256
Equity 114,023,205 119,201,998 123,101,558 129,231,852 150,957,373
Ratio 13.59 14.36 16.09 18.38 18.57
Figure 3.12: Equity Ratio
Interpretation:
This percentage demonstrates the bank's funding effectiveness and the chart above
indicates that in 2018 the percentage was at its maximum. The lowest percentage was
in 2014, which implies years were not in the bank's favor, the yields begin to
gradually increase after 2014 and reach the pinnacle in 2018
0
2
4
6
8
10
12
14
16
18
20
2014 2015 2016 2017 2018
Equity Ratio

53. 40
3.1.13 Debt to Asset Ratio:
The debt to the proportion of complete resources is an indication of the budgetary
impact of a company. It shows the amount of complete assets of an organization
funded by leasers.
Total debt / total asset
Table 3.13: debt to asset ratio
Figure 3.13: Debt to Asset Ratio
Interpretation:
The chart above demonstrates that the percentage was lower in 2014 and then begins
to rise, with 2018 being the largest proportion. Ratio indicates the part of debt spent
on complete resources. Bank therefore chooses small debt ratio in 2014. This
percentage rises after 2014 owing to greater debts in the financial year. It's not good
for 2018
0.86
0.87
0.88
0.89
0.9
0.91
0.92
0.93
2014 2015 2016 2017 2018
Debt to Asset Ratio
Year 2014 2015 2016 2017 2018
total debt 1,367,066,089 1,540,219,076 1,801,277,896 2,329,938,887 2,597,697,653
total asset 1,549,659,081 1,711,874,168 1,981,416,562 2,505,320,968 2,798,566,188
ratio 0.88 0.89 0.91 0.92 0.92

54. 41
3.1.14 Basic Earning Power:
The percentage of basic earning power (BEP) is a metric of a company ' gaining force
before the effect of the private responsibilities and financial influence of the company.
It is determined by isolating all funds before intrigue and expenditure (EBIT).
EBIT/ Total Asset
Table 3.14: Basic Earning Power
Figure 3.14: Basic Earning Power
Interpretation:
Bank chooses greater percentage because elevated percentage demonstrates strong
profit and high-effect revenue from its wealth generated by the bank. The graph above
demonstrates that the 2015 financial year is more efficient and reveals a large
percentage and a lower proportion in 2018
0
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
0.045
0.05
2014 2015 2016 2017 2018
Basic Earning Power Ratio
Year 2014 2015 2016 2017 2018
EBIT 67,791,420 79,440,855 87,434,813 88,051,813 98,565,768
T.A 1,549,659,081 1,711,874,168 1,981,416,562 2,376,016,409 2,803,886,256
Ratio 0.043 0.046 0.044 0.037 0.035

55. 42
3.1.15 Earnings Per Share:
Earnings per share (EPS), also recognized as full income per share, is a proportion of
company opportunities estimating an outstanding ratio of gross profit per share. In
other words, the quantity of cash each portion of the inventory would obtain if the
majority of the benefits were allocated to the outstanding deals.
Net income / no. of share
Table 3.15: Earnings Per Share
Figure 3.15: Earnings per Share
Interpretation:
Higher profits per employee are always healthier than a reduced proportion because this
implies that the bank is more profitable and allocating the above graph row to its
stockholders indicates that the business is superior to the year 2016. Because from 2016
to 2018 the curve is increasing and before that the curve is heading downward.
0
0.002
0.004
0.006
0.008
0.01
0.012
2013.5 2014 2014.5 2015 2015.5 2016 2016.5 2017 2017.5 2018 2018.5
ratio
year
EPS
year 2014 2015 2016 2017 2018
N.I 16,071,184 20,076,583 23,087,260 23,027,987 20,015,122
shares 2,127,513,026 2,127,513,026 2,127,513,026 2,127,513,026 2,127,513,026
ratio 0.007 0.009 0.01 0.01 0.01

56. 43
3.1.16 Fixed Asset Turnover:
Fixed Asset Turnover (FAT) is an efficiency ratio that shows how well or effectively
the company utilizes set resources to produce revenues.
Net Sales / Fixed Assets
Table 3.16: Fixed asset turnover
Year 2014 2015 2016 2017 2018
Net Sales 115,251,748 114,386,364 115,028,828 123,415,023 150,178,178
Fixed Asset 135,077,040 123,064,637 151,423,613 259,105,969 224,356,248
Ratio 0.85 0.92 0.75 0.47 0.66
Figure 3.16: Fixed Turnover Ratio
Interpretation:
If the funds are used effectively then the turnover ratio of fixed assets would be
greater and if the proportion is small it implies that funds are not used effectively. The
graph indicates the percentage is largest in 2015 and then decreases to the 0.47
percentage in 2017 owing to inefficient resource utilization.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
2014 2015 2016 2017 2018
Fixed Asset Turnover Ratio

57. 44
3.2 Vertical Analysis and Horizontal Analysis:
Vertical assessment is a kind of budget study inquiry in which everything appears as a
proportion of the foundation number in the financial statement. This is one of the
well-known financial statement methods used as it is fundamental and also called a
prevalent magnitude assessment. Everything in the declaration of revenue is
articulated here as a rate of net revenues
Horizontal assessment is if you're an investor and think about engaging in a business,
then it's enough to verify the efficiency of the business for the year-end balance sheet
or income statement. You need to glance at it for at least a few years to be convinced.
Better yet, if you can see and create a contrast between many years of equilibrium
cards and revenue reports. Through horizontal analysis of financial statements, you
will be able to compare each and every item with the data for consecutive years. And
on that grounds, you can predict the future and comprehend the pattern.

58. 45
3.2.1 Vertical Analysis of balance sheet:
Year 2014 2015 2016 2017 2018
Current Assets
Cash and balances 6% 9% 8% 6% 9%
Balances with other banks 1% 1% 1% 1% 0%
Lending’s to financial institutions 7% 0% 6% 1% 4%
Investments – net 36% 49% 45% 52% 46%
Advances – net 41% 35% 33% 30% 33%
Total Current Asset 91% 94% 93% 90% 92%
Fixed Asset
Operating fixed assets 2% 2% 1% 1% 2%
Deferred tax assets – net 1% 1% 0% 0% 0%
Other assets – net 6% 3% 6% 9% 6%
Total Fixed Asset 9% 6% 7% 10% 8%
Total Current and Fixed Assets 100% 100%% 100% 100% 100%
Liabilities & Share Capital:
Current Liabilities
Bills payable 1% 1% 1% 1% 0%
Borrowings 2% 1% 2% 14% 14%
Deposits and other accounts 80% 84% 83% 69% 72%
Total Current Liabilities 83% 86% 85% 84% 86%
Non-Current Liabilities
Sub-ordinate loan 0% 0% 0% 0% 0%
Deferred tax liabilities – net 0% 0% 0% 0% 0%
Other liabilities 5% 4% 4% 9% 6%
Total Non-Current Liabilities 5% 4% 4% 9% 6%
Total Current and Non-Current Liabilities 88% 90% 91% 93% 93%
Share capital 1% 1% 1% 1% 1%
Reserves 2% 3% 2% 2% 2%
Inappropriate profit 4% 3% 3% 2% 2%
Surplus of assets 4% 3% 3% 2% 2%
Total Shareholder Equity 12% 10% 9% 7% 7%
Total Shareholder & Liabilities 100% 100% 100% 100% 100%
Table3.17 Vertical Analysis of balance sheet

59. 46
Interpretation:
Vertical examination is a currency-related clarification test that verifies each
information as a degree of a basis number within the statement. It is possible to
express things on a financial record as a point of full assets. It also allows it less
challenging to glance at previous phases for time span of intervention valuation,
where annual and annual numbers are carefully completed various years memorizing
the ultimate goal of getting a photograph of whether execution estimates are
upgrading or self-destructing.
The above review confirms that, in the financial year 2014, modern funds are 91 of
the complete assets. It may seem like the price reductions in the years 2015-2017. In
any case, the current resources are 92 rates in the year 2018, which is the higher rate
noted. In addition, the bank is inclining towards the year linked to 2018. Financing
part of the financial record demonstrates timely, long-term support and bank leaning
to heavy duty ratios as it limits the danger and the ability of the bank to fulfill its
commitments.
In the above examination, the Current Liabilities are the extensive resource levels in
the 2014 financial year and the current liabilities in 2018 are 86 bank rates to small
amount and the 2014 year establishes the lowest percentage of all years, which is 83
credits.

60. 47
3.2.2VerticalAnalysis of income statement:
Year 2014 2015 2016 2017 2018
Current Assets
Cash and balances 6% 9% 8% 6% 9%
Balances with other banks 1% 1% 1% 1% 0%
Lending’s to financial institutions 7% 0% 6% 1% 4%
Investments – net 36% 49% 45% 52% 46%
Advances – net 41% 35% 33% 30% 33%
Total Current Asset 91% 94% 93% 90% 92%
Fixed Asset
Operating fixed assets 2% 2% 1% 1% 2%
Deferred tax assets – net 1% 1% 0% 0% 0%
Other assets – net 6% 3% 6% 9% 6%
Total Fixed Asset 9% 6% 7% 10% 8%
Total Current and Fixed Assets 100% 100%% 100% 100% 100%
Liabilities & Share Capital:
Current Liabilities
Bills payable 1% 1% 1% 1% 0%
Borrowings 2% 1% 2% 14% 14%
Deposits and other accounts 80% 84% 83% 69% 72%
Total Current Liabilities 83% 86% 85% 84% 86%
Non-Current Liabilities
Sub-ordinated loan 0% 0% 0% 0% 0%
Deferred tax liabilities – net 0% 0% 0% 0% 0%
Other liabilities 5% 4% 4% 9% 6%
Total Non-Current Liabilities 5% 4% 4% 9% 6%
Total Current and Non Current Liabilities 88% 90% 91% 93% 93%
Share capital 1% 1% 1% 1% 1%
Reserves 2% 3% 2% 2% 2%
Unappropriated profit 4% 3% 3% 2% 2%
Surplus of assets 4% 3% 3% 2% 2%
Total Shareholder Equity 12% 10% 9% 7% 7%
Total Shareholder & Liabilities 100% 100% 100% 100% 100%
Table3.18VerticalAnalysis of income statement

61. 48
Interpretation:
Vertical inquiry is the conforming examination of a monetary announcement, where
every information on an enunciation linked to cash is recorded as a stage of something
else. As the Bank leans toward elevated revenue, poor finest and poor custody. It
indicates the Bank is capable of sophisticated earnings. Above assessment shows that
the gross profit percentage of the bank in 2015 is 41 percent, we can see the decrease
in gross profit percentage after 2015. The bank is unable to more effectively regulate
its credit, deposit and income and is unable to correctly smear business strategies after
2015.
The ratios shown in investment and tax income indicate different trends over the
years. The bank supports improved the proportion as the elevated percentage
demonstrates the revenues achieved. Monetary year 2014's EBIT (Earnings before
Interest & Taxes) is 48 percent of complete revenues. As in 2016, the ratio is greater,
44 percent, showing that 2016 is the bank's finest economic year. The proportion
demonstrates a 2014-2016 aggregate pattern. However, as linked with all years, the
year 2016 has a greater ration, which is 33 cents, showing that the bank has lowered
its loan costs.
The bank measures the profit after taxation so that the bank slopes toward the greater
profit year. The bank has the smallest profit in 2015 and 2018 in the above
examination. However, the company produced full gain in 2016, which is 33 percent
of the bank's value.

62. 49
3.3.1Horizontal Analysis of Balance Sheet
Year 2014 2015 2016 2017 2018
Current Assets
Cash and balances with treasury and other banks 100% 153.89% 163% 163% 252%
Balance with other Banks 100% 164.54% 115% 215% 104%
Lending to financial institutions 100% 9.52% 109% 24% 95%
Investments – net 100% 147.08% 160% 231% 229%
Advances – net 100% 92.04% 106% 117% 147%
Total Current Assets 100% 112.32% 132% 159% 182%
Fixed Assets
Operating Fixed Assets 100% 99.84% 98% 98% 163%
Deferred Tax Assets – net 100% 97.86% 52% 74% 0%
Other Assets 100% 87.21% 124% 239% 185%
Total Fixed assets 100% 91.11% 112% 192% 166%
Total Current and Fixed Assets 100% 110.47% 130% 162% 181%
Current Liabilities
Bills payable 100% 83.29% 93% 120% 90%
Borrowings 100% 58.59% 117% 942% 1028%
Deposits and other accounts 100% 115.97% 134% 140% 163%
Sub-ordinate loan 0% 0% 0% 0% 0%
Liabilities against Assets subject to Finance Lease 100% 5392.55% 4909% 3359% 7160%
Total Current liabilities 100% 113.99% 133% 164% 188%
Non-Current Liabilities
Deferred tax liabilities 0% 0% 0% 0% 0%
Other liabilities 100% 92.33% 146% 277% 206%
Total Non-Current Liabilities 100% 92.33% 146% 277% 214%
Total Current and Non-Current Liabilities 100% 112.67% 134% 171% 190%
Owners Equity
Paid-up Share Capital 100% 100% 100% 100% 100%
Reserves 100% 137% 140% 151% 162%
Unappropriated Profit 100% 88% 93% 97% 128%
Total Equity 100% 105% 157% 157% 184%
Table3.19Horizontal Analysis of Balance Sheet

63. 50
Interpretation:
As shown by the Horizontal Analysis, each section of the balance sheet is ##ed into
the element of the reference year. So, in each product, the bank supports a large
proportion. The above assessment demonstrates that complete revenues are 100
percent for the year 2014 and 110.1817 crore for the year 2015 showing an
improvement of 10.1817 usd since prior to the year 2013. In the years 2015-2018, the
percentage demonstrates a growing pattern.
The NBP's liability / debt for 2014 are 100% and the pattern is rising in 2015-2018.
Because the bank prefers small debt ratio, 2016 shows the smallest percentage so it's
great for the bank.

64. 51
3.3.2 Horizontal Analysis of income statement:
Year 2014 2015 2016 2017 2018
Mark-up / return / interest earned 100% 101% 101% 108% 131%
Mark-up / return / interest expensed 100% 114% 99% 115% 149%
Net mark-up / interest income 100% 86% 102% 100% 112%
NON-MARK-UP / INTEREST INCOME
Fee, commission 100% 96% 135% 155% 150%
Dividend income 100% 77% 416% 130% 92%
Foreign Exchange Income 100% 76% 48% 50% 184%
Gain on securities- net 100% 71% 69% 53% 32%
Other income 100% 171% 74% 83% 127%
Total non-mark-up / interest income 100% 87% 89% 92% 108%
Total Income/EBIT 100% 85% 110% 109% 113%
NON-MARK-UP / INTEREST EXPENSES
Administrative expenses 100% 95% 111% 114% 131%
Other charges 100% 2355% 420% 415% 334%
Total non-mark-up / interest expenses 100% 99% 110% 111% 127%
PROFIT BEFORE TAXATION 100% 68% 110% 106% 87%
Taxation 100% 50% 103% 91% 70%
PROFIT AFTER TAXATION 100% 80% 115% 116% 100%
Table3.20Horizontal Analysis of income statement

65. 52
Interpretation:
Horizontal analysis shows the increase or decrease in the base year of each item.
Thus, the lateral assessment contrasts monetary actions submission with the
operations of the foundation year. So, the bank desires elevated profit proportions.
The 2014 Attention Earned is 100 percent of the sum and has risen to 19.7170 points
in 2015, which is the highest in all years. So, the bank is worthier of a year 2015. The
gross profit after 2014 is also enhanced. The year 2015 has the highest gross profit of
44.6934 percent compared to others.
The EBIT percentage is greater because the EBIT demonstrates the bank's ability to
reduce administrative expenditure. In the above review, 2018 has the largest EBIT
connected with other years showing the bank's excellent fiscal position in 2018.

66. Chapter 04
SWOT Analysis

67. 53
4.1 SWOT analysis:
SWOT counts for strength, weaknesses, opportunities, and hazards. This evaluation is
used to describe the authority in order for the business or any individual to operate
more on it in order to generate its business benefit over others, to determine its
capacity to overcome and to think forward to growth opportunities and to identify its
hazards so that the organization or individual creates strategies to avoid it.
4.1.1 Strength of NBP:
 One of NBP's greatest advantages is that it is the sole representative of the
state fund as the state fund has no office, so NBP operates on behalf of SBP
 SBP commissions the NBP on public transactions
 NBP, one of Pakistan's largest financial organziation with an eight million
NBP customer population, keeps 24.6 twice the country's timing and requests
records. Local swap operations receive 67% of total loan resources, while
foreign swap payments account for the rest.
 NBP has an extensive network across Pakistan of 1254 domestic branches.
The Bank also operates in 23 worldwide locations including the United States,
the United Kingdom, Europe, and the Far East.
 NBP is the custodian of public and government assets
 NBP is the lender of other government organizations
 High profitability, ancient and good economic institutions, among others.
 Carrying out economic duties and claiming "Nation's Bank"
 Agricultural finance leader with a 15 percent business proportion among
businesses
4.1.2 Weakness of NBP
 Lack of fresh technological setting
 Lack of contemporary economic goods
 Lack of contemporary and creative finance systems
 Lack of customer-friendly society
 Governance, the bank's political stress affects the negative way and provides
the customer the trust under stress that has an adverse effect on the bank
employees.

68. 54
 Online offices are less
 Technical instruction and employee’s preparation are inadequate
 NBP offices ' physical atmosphere is not up-to-date when compared to other
bank offices.
4.1.3 Opportunities
 Wide spectrum of economic businesses as a public credit
 More trustworthy bank for government companies
 Being a government, it has more likelihood of improving its efficiency than
other companies
 Increasing economic and corporate activity nowadays, N.B.P performs a part
in trade and trade for the benefit of its clients.
 More offices nationwide and abroad give it more opportunities to grow its
company than other companies
 Earning commission / exchange public activities.
 It is one of the biggest banks that allows it to expand quicker than others
4.1.4 Threats
 More accessible business stores that provide more facilities to clients that
threaten NBP
 Other banks provide more effective services at lower rates that threaten NBP
 No adequate scheme to prevent or resolve client complaints that trigger client
discontent
 The charming atmosphere of other businesses and documentation leisure
 Lower NBP code of morality and procedures
 Lower workload and less creative and effective equipment

69. CHAPTER 05
RECOMMADATIONS AND CONCLUSION

70. 56
5.1Conclusion:
I got a great deal of understanding from the National Bank during my temporary
position. During my apprenticeship, I was able to comprehend how distinct operations
bring position in organizations, what laws and systems the National Bank pursued.
Pakistan's National Bank is one of Pakistan's main banking branches with only about
1283 or more national divisions and 23 divisions outside Pakistan. The Bank
continues to evolve and improve customer prosperity.
The management is extremely qualified and involved in its fields. Before entering
organizational life, I had an amazing chance to fit in as an intern to pick up with an
outline of life down to earth and to operate in industry. Practices and teaching in
specific are not precisely the same as hypothesis and scholarly data. I had an
outstanding opportunity to enhance common sense knowledge and to put my learned
and very sophisticated hypothetical information into practice.
Also, as the bank grows, the number of NBP employees is constant, demonstrating
that NBP is being evaluated as an employer, offering its employees with an interesting
situation to work in, where they can deliver their full ability, and demonstrating trust
by the bank's workers as a manager. Finally, to create Pakistan's major bank, NBP
must standardize its services to its major manufacturing sector or industry leader
rivals and provide a constant tool of development for its present products and
equipment while at the same time introducing new people to the industry.

71. 57
5.2Recommendations:
NBP is an organization that uses a predetermined methodology contract to work
efficiently and benefit from doing its teaching. The primary administrative body is
Pakistan's State Bank, which offers strategic instructions and guarantees that the
currency market works on a sound, skilled premise. The upper department determines
the entire technique of capacity and responsibilities.
With the progress of moment, this methodology has been redesigned to streamline the
methodology and concealed method for strong updating of its own capabilities to
perform them with common methods at norm. Here I am putting forward a few ideas
which, in my opinion, may include some input to productivity and stronger execution
of NBP as an organization as a law, and specifically NBP Main Branch AslamMarket.
The suggestions are as follows:
Education of its staff: the bank should restore the quality of its workforce practice and
the sincerity, checks and skills of its systems, processes and financial disclosure.
Equal workload: Branch officials should be provided exceptional equal workload. No
one should be provided undue reluctance. Individual links of a part of the employees
should not destroy the branch's atmosphere
Modern banking: Today's NBP should adopt banking tools and processes. Quality
power, strong strategy, stake in the IT structure and personal capital advancement
Improve item: NBP, being the only moving force for public industry expansion
administration should be projecting, growing and delivering products and equipment
for financial growth
Improve services: the Pakistan National Bank wants to enhance services provided to
older individuals and, moreover, it requires enhancing services. On the off
opportunity that the administration will fulfill the clients, they will stretch their
company with the bank.
Promotions: In order to provide job satisfaction, it is suggested that compensation be
provided to the employees in owing moment and on the grounds of results.

72. 58
Renovation: company should invest more on renovating each and every office in
order to contend among other companies with the physical setting. Online system
should be supported for sitting arrangements, air conditioning and fresh furnishings:
all NBP offices must be internet.

73. 59
5.3 REFRENCES:
There are some references that is use to complete my report
• https://nbp.com.pk/
• https://www.slideshare.net/MirzaIhsan/intership-report-on-
nbp?qid=5f9d32c6-9c8c-49e7-a63f-
9fb546ee833d&v=&b=&from_search=1
• https://en.wikipedia.org/wiki/National_Bank_of_Pakistan